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The data for the case is a mix of both primary and secondary data, from the following sources: – personal interviews with the protagonist, Sofana Dahlan; – Tashkeil website; – official documents provided by the company: ■ “Tashkeil – Corporate Brief,” ■ “Saudi National Creative Initiative – Activities Report 2016”; and ■ “Tashkeil Global Company”. – published media sources.

The case outlines the story of Sofana Dahlan (Sofana) (she/her), a social entrepreneur and one of the first few women lawyers in the Kingdom of Saudi Arabia. She established Tashkeil as a social enterprise, helping creative entrepreneurs (creatives) with strategic, operational and legal inputs, thus enabling the creative industry in different parts of the Arab world, focussing on Saudi Arabia and Lebanon. Her story can be used to inspire students on how a female entrepreneur fought against an extremely restrictive social and cultural environment and achieved her goals. It helps them to understand the challenges faced by women in the context of the Arab world and the key attributes required for them to succeed as an entrepreneur, especially in the context of certain social and cultural barriers. It also helps to understand the importance of resilience in entrepreneurs and to discuss how entrepreneurs can become more resilient.

The case can be used mainly in undergraduate Business Management Programs in courses such as Entrepreneurship, with specific reference to Women Entrepreneurship. The case would be a good fit for courses on Social Entrepreneurship and Creative Businesses.

Social entrepreneurship/innovation.

Basic to advanced level.

This case introduces students to the context of social innovation and social entrepreneurship. Societies are facing new challenges that will require innovative solutions. In our society, social needs are addressed in a variety of different ways. Some of these needs are addressed mainly through public organizations, some in private spheres through associations or businesses, and others in informal organizations or maybe not at all. As changes occur in our society, the current practices we use to meet our needs will not necessarily be the same practices we use to meet our needs in the future. In response, a number of initiatives are emerging. This case describes the process of such a new initiative.

Students need to understand what social innovation is; in how many ways it manifests; and why it is a multi-disciplinary field. Students need to understand the difference between for-profit and not-for-profit organizations and which challenges they are effective in addressing (context dependency). Students need to understand, describe and discuss the process and methods of developing social entrepreneurship and social innovations using the House of Plenty Social Innovation Model as a case. Students need to understand and discuss the main challenges that not-for-profit social innovations face in securing financial sustainability and in scaling up using the House of Plenty Social Innovation Model as a case.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 3: Entrepreneurship.

Dialogue in Darkness (DID) is a global social enterprise, which provides products and services such as workshops, exhibitions and activities in the dark in China. The corporate workshops are designed for companies, institutions and government agencies to provide unique leadership training and some other training in teamwork, communication, innovation and change management. And education workshops are aimed at providing young people with unique leadership training and training in teamwork, innovation and empathy and so on for the educational institutions. Over the past five years, DID, headquartered in Shanghai, has expanded to Beijing, Chengdu and Shenzhen, realizing strategic coverage of East, West, North and South of China. DID achieved break-even within less than one year since its inception. Its sound and healthy development offers an innovative way for the sustainable development of social enterprises.

Marketing.

Undergraduate and postgraduate management students.

Small scale business in India employ almost 30 million people contributing 50 per cent to industrial and 45 per cent to the total exports of the country. The rapid growth of internet has made it possible for the small scale start ups to reach its existing and potential customers without investing much. The case highlights this fact describing the journey of “Chumbak” a small scale business from an unknown brand to the foremost favourable funky product of India. Through this case the authors have tried to relinquish a synoptic view of how Chumbak has used varied social media platforms, to engage and connect with its customers. A survey of 147 customers of Chumbak customers shows that engagement through Facebook fan page of Chumbak positively impacts its purchase intention, brand image and leads to positive word of mouth.

The case highlights numerous dynamics of social media marketing and shows the recent social media promoting methods being used by the little scale businesses to ascertain on-going dialogues with their customers. The Case would facilitate the scholars in learning how these platforms may be used alone as a promotional tool not solely to reach the purchasers but additionally to type a higher complete awareness of the products with reference to Chumbak. The case explains that communication happening at varied social media platforms got to be tailored considering the sort of users.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

LTMRHL launched its Brand Ambassador campaign in Hyderabad on January 8, 2013 to bring about awareness and dispel negativity about the Metro Rail project. A two-year review in 2015 revealed that although many of the initial problems had been overcome, and negativity considerably reduced, the campaign had only achieved partial success. Based on the review, a decision had to be taken to continue or abandon the campaign after the scheduled commercial operations in July 2017. Will the current strategy be the gateway to success post commercial operations, mulled Sanjay Kapoor, General Manager & Head Corporate Communications (LTMRHL).

The case focuses on the following theoretical basis: • conflict management and its resolution; • multiculturalism and workforce diversity through the lens of Hofstede model; and • the Policies, Legal, Universal, and Self model of ethical of building an ethical organization.

Field study with the leadership team as well as with the key talent (people).

Conflictorium, situated in Ahmedabad since 2013, is a museum which acknowledges and discusses conflict through various art forms. Since its inception, the museum has fostered values like diversity, transparency and care reflecting in how it deals with its people and finances. Now, as the museum plans to reach out to new audiences, it is confronted with a challenge to preserve its cherished values and still expand its activities.

This case study is intended for graduate and postgraduate management students.

Management scholars and researchers have long been concerned about the impact and relevance of their work. Here we chronicle the teaching, research, management, and personal leadership development lessons that have arisen from a collaborative, decade-long relationship between three management faculty members and the senior management team of a major Norwegian-based global shipping and logistics company. This relationship grew from the creation of a teaching case in 1997 to many years of productive and meaningful work together, including the development and delivery of the all-conference Plenary Session at the 2006 Eastern Academy of Management Meeting, held concurrently with the annual CASE Association Conference. At the 2006 Plenary Session, each of the authors expressed powerful personal and professional development through their collaboration over the years, which is summarized in this article. Reflections, lessons and future research directions are provided.

In the light of the case and the accompanying case questions, the students should understand:1. The theoretical underpinnings of the brand positioning and brand repositioning.2. Critical evaluation of marketing communication material in the light of theoretical underpinnings.3. The nuances of operating in emerging markets in technology-driven sectors.4. The intricate link between the business goals and communication goals5. The application of the attention-interest-desire-action model and the brand media wheel when translating business strategies into communication strategies.

It was in June 2016, when Asad Haroon, the young head of brands at Ufone, a Pakistani originated telecom operating company, was posed with a challenge of dwindling subscriber identity module card sales, deteriorating average revenue per user and an exponential increase in customer churn. The telecom industry itself was in a flux due to various factors such as changes in the regulatory frameworks and technological shifts.Asad felt that the reason for the brand’s decline might be the lack of synergy between the business strategy and the brand’s communication strategy.Asad knew that he would have to make some unpopular choices and review his brand’s communication strategy which had not yet proved to create a harmony between communication goals and business goals. However, he was unsure about how and if at all he should go about changing a marketing legacy and the brand’s positioning which had reigned the minds of his peers and his customers for so long.

This case is aimed toward undergraduate students enrolled in courses of principles of marketing, marketing communications and corporate media strategy.

Teaching notes are available for educators only.

CSS 8: Marketing

The case demonstrated the importance of cultural peculiarities and mechanisms of customer learning in localizing global marketing campaigns. It introduced the consequences of unexpected spillover of viral marketing and PR scandals on the competition. It helps in developing the students’ ability to determine and assess the impact of viral marketing campaigns from the perspectives of various stakeholders of the organization.

In 2017, Nike Russia created one of the most successful and influential ad campaigns in the Russian women's sportswear market by encouraging young girls to try new sports. At the same time, Reebok launched a successful worldwide “be more human” campaign aimed at empowering women all around the globe. Two years later, Reebok Russia tried to localize the successful campaign while adjusting the message to be more assertive. As a result, the company met a country-wide outrage from both feminists and anti-feminists. The case centers around Nikolay Borisov, the CEO of Nike Russia, who was unexpectedly drawn into a provocative public discussion on the use of the female empowerment agenda for cause-related marketing. The case dilemma was set during mid-February 2019 and involved Borisov’s assessment of the impact of the competitor’s viral campaign on the market and choice of a reaction strategy to public outrage.

This case is appropriate for an undergraduate or graduate-level program curriculum for courses dedicated to or including topics related to positioning, doing business in emerging markets, corporate social responsibility and consumer behavior. Before engaging with the case, the students should be aware of basic management and economics-related concepts and terms, such as strategy, positioning, CSR and viral marketing.

Teaching notes are available for educators only.

CSS 8: Marketing.

This case is a role-play exercise intended to give participants an opportunity to experience board meeting dynamics and logistics, determine how to scale a nonprofit for maximum impact, learn about governance best practices, and become generally familiar with nonprofit financial statements, dashboards, and new board member recruitment strategies. There is no right answer or correct outcome to the exercise; the value lies in participants' analysis of the situation, dialogue with one another, and post-meeting self-reflection.